The future of healthcare will be forged on collaboration

Strategic alliances are playing an increasingly crucial role in driving pharmaceutical innovation. As companies partner to navigate complex therapeutic areas, embrace new technologies and tackle the growing demand for personalised healthcare, collaboration has become a key enabler of progress. However, these alliances often involve overcoming organisational differences.

To thrive, it is crucial to nurture the human relationships at the heart of the alliance. Astellas’ Mary Jo Struttmann, in an interview with PharmExec, emphasised the need for a ‘single brand entity mindset,’ where both parties act as one, setting aside individual interests. Strong relationships built on trust foster open communication and collaboration – elements critical for navigating both opportunities and challenges together.

For senior leaders, particularly in medical affairs, understanding how to support these human elements of partnerships across functions is essential. The following insights explore recent trends and practical approaches for fostering effective collaborations.

Strategic partnerships have evolved from simple licensing agreements to integrated collaborations that unite resources, knowledge and technologies. High-profile alliances, such as Pfizer and BioNTech’s COVID-19 vaccine development and GSK’s partnership with Janssen on hepatitis B, demonstrate how quickly the industry can respond to urgent health needs. Long-term collaborations, like AstraZeneca and Daiichi Sankyo’s work in oncology, show a sustained commitment to innovation.

The ‘human’ in these partnerships is key. Building relationships, maintaining open dialogue and understanding each other’s perspectives create unity. Alliances should be seen as ongoing, living partnerships that require consistent attention to ensure all parties feel heard and valued.

Conflict is inevitable, as differences in culture, decision-making and priorities will arise. However, successful partnerships view conflicts as opportunities for growth. Addressing issues through open communication and focusing on problem-solving helps build trust.

Organisational culture is often a source of tension – whether in risk tolerance, decision-making processes or communication styles. In these moments, maintaining that ‘single brand entity mindset’ and focusing on what benefits the patient and the alliance, rather than one organisation, is crucial.

Establish clear governance with joint leadership – when companies join, ambiguity in roles and decision-making can cause delays. Setting up a joint leadership framework ensures that decisions are made efficiently and priorities are aligned. Medical affairs often plays a crucial role in bridging the gap between R&D and commercial functions in these complex partnerships.

Adopt a flexible operating model – flexibility is essential when managing alliances, particularly when working across different cultures. Some organisations may have a more hierarchical structure, while others may operate in a more decentralised way. A hybrid project management approach – combining elements of top-down decision-making with more agile, team-driven input – can help accommodate these differences.

Create a shared data environment – data sharing is essential for alliance success, particularly in areas requiring precision like oncology or rare diseases. Creating a shared data platform that integrates insights from R&D, medical and market access teams supports informed, evidence-based decision-making.

While technical expertise and strategic alignment are vital, personal relationships within the partnership often determine success. Prioritising regular face-to-face meetings and joint team-building activities can help cement the partnership.

Proactively managing conflict is equally important. Addressing differences early through structured resolution mechanisms or mediators can prevent small issues from escalating. Alliances that embrace conflict as part of collaboration often emerge stronger, having built resilience.

As with a molecule’s life cycle, alliances should be considered with the entire journey in mind – from inception to dissolution. Planning for the exit strategy early ensures that when the time comes, both parties can transition amicably and potentially collaborate again.

Treating alliances as evolving relationships and planning for each stage of the journey allows for maximising value while learning valuable lessons along the way.

As the pharmaceutical landscape evolves, medical affairs plays an increasingly central role in guiding partnerships, bridging scientific and commercial functions and navigating regulatory complexities, while keeping patient outcomes at the forefront.

Looking ahead, alliances will remain a cornerstone of innovation and growth in the industry and a ‘single brand entity mindset’, combined with a long-term, human-centric approach, will allow organisations to overcome challenges and leverage collective strengths.